Empowered teams effecting positive corporate culture change

Abstract

Many manufacturers have implemented a participative, team‐based approach to remain competitive in this global arena. Numerous studies have extolled the competitive advantages of implementing this approach. Few studies, however, have examined employees’ perceptions of participative management. Therefore, the purpose of this study is to examine issues of culture change from the employees’ point of view by investigating the transition from piece rate to team‐based production in a sewn‐products plant. Using the case study approach, 16 in‐depth interviews were conducted, observations were made, and written documents were analyzed. Employees’ perceptions of their work environment prior to the transition, the transition itself, and the resulting new corporate culture are discussed. The new corporate culture is described as an open, participative environment built on trust where employees feel empowered to make decisions for the betterment of their team and the plant as a whole. Negative outcomes of the participative approach are also addressed.

Lean thinking with improvement teams in retail distribution: a case study

“…Even though the proposed improvements helped lead to positive results, worker awareness and the prevention of warehouse inefficiencies proved to be instrumental. Measurements related to employee attitudes include perceptions of the project (Crane et al, 2003) such as worker satisfaction, communication and managerial support, etc. These are also key elements of the project's success.…”

“…Teamwork helps encourage worker participation when carrying out improvements (Bayo-Moriones & Merino-Díaz de Cerio, 2004). When people work together to reach an objective they are establishing the basis for further successful changes (Crane et al, 2003). In fact, lean methodologies (Kobayashi, 1995) include key elements such as 'rationalizing the system' and 'improvement team activities'.…”

“…Teamwork. Teamwork is useful in the implementation of change and is also necessary to keep the organisation adaptable for the future (Crane et al, 2003). Teamwork helps encourage worker participation when carrying out improvements (Bayo-Moriones & Merino-Díaz de Cerio, 2004).…”

“…Once objectives have been defined and the plan has been established, the following step consists of involving workers in the project. Employee involvement and participation have been considered the most successful ways to implement change (Crane, Dillard, & Hamilton, 2003). Creating formal teams and holding meetings are necessary for sharing information and solving problems (Bayo-Moriones & Merino-Díaz de Cerio, 2004).…”

Examining the drivers of deviant service adaption in fashion retailing: the role of tenure

“…A key challenge for many fashion retail organizations is managing the heterogeneity of frontline employees' service behaviors. A frontline employee's customer service behavior and communication have a significant impact on their customers' attitudes and actions, which in JFMM 26,2 turn may lead to positive outcomes for the organization (Crane et al, 2003;Lee and Ha-Brookshire, 2020;Liao and Chuang, 2004). To manage service delivery standards and reduce variance in service behaviors, managers will often employ "service scripts," which aim to deliver consistent positive service experiences for customers (Nguyen et al, 2014;Solomon et al, 1985).…”